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161*. Giving subordinates the opportunity to participateIn de c 1 elon-making should not aerloualy threaten to under-nine any formal authority that managera poaaeaa. In «>aeeases it ia possible that participation may oauaa subordinatesto question the competence of their manager or a case mayariae where euhordinatea ware correct in their deeiaiona whilethe ultimate decision of the manager was in disagreement withtheIra and proven to be Incorrect.5. the provision of opportiraltiea for participatingin decision-making ahould not allow lesks of information to>• made to competitors. If participation ia to he achieved,such leaka need to he avoided*6* Channels of coanuni cation need to be eattbllAidthrough which employee a receive and dispense information Inthe decision-making process, These channels need to he ■■continuously available for subordinated use, and they needto be both convenient and practical.?• For participation in decislon-maklng to be effective,efforts need to be made in educating subordinates of thepurpose and function of decentralisation of authority andhow it applies to realising the overall objectives of the9company.Decentralisation of decision-making authority may bemade on a group basis where tha members of a work group are9Ibld.. pp. 226-227.